Manufacturing, Planning, and Control (MPC) systems are commonly categorized as either push or pull production systems. The most common example of a push system ref erred to is a MRP system, while the example of a pull system most commonly ref erred to is JIT, or more specifically a Kanban system (Sawaya et al, 1992). We have found that the use of this terminology regarding different forms of MPC systems can be confusing to the novice as well as the more experienced management practitioner or researcher. In this paper, we make an argument for the importance of using more precise MPC terms and concepts to foster a more universally consistent understanding of MPC systems. In response to inconsistencies of definitions, explanations, and examples, we provide a framework for classifying MPC systems; a brief discussion of the types of performance measures to monitor or control for effective performance and continuous improvement in either a push or pull system.
Mitchell, Bryant; Vistad, Jeffrey; and Fredendall, Lawrence
"In Lean Production: Semantics Matters,"
Journal of Business & Leadership: Research, Practice, and Teaching (2005-2012): Vol. 2
, Article 20.
Available at: https://scholars.fhsu.edu/jbl/vol2/iss2/20